Jim Carroll- Futurist, Trends & Innovation Keynote Speaker

A question came in from a potential client last night, and after writing a long answer, I thought it was probably a good idea to blog it and place the answer on my site!

The question was for a potential European event, and really had to do with whether I could work with an a European / international audience, be respectful in my timing, work with the translation team, work with simultaneous transition, and provide enough regional or localized content.

The answer is yes, yes, yes and yes….!

On stage in Sao Paolo for the Worldskills global conference. My audience featured individuals from 85 countries.

My mother tongue is English, and sadly, while I don’t speak any other languages (despite some 10 years of French lessons in elementary and high school!), I regularly speak on an international basis. This involves working with translators. focusing on international content, and working to keep my pace slow enough for the audience to be respectful of their needs.

Here’s the critical background on the international work that I do:

• global audiences. I do a LOT of international work; I’ve presented in Sao Paolo, Budapest, Munich, Athens, Stuttgart, Prague, London, Paris, Brussels, Ghent, Stockholm, Zurich, Tokyo, Mexico …. and in all of these situations, have ensured that I have slowed my pace to be respectful of the audience.
• simultaneous translation. Many of these events have featured onsite translation through headsets; the fact is, I regularly do sessions that feature simultaneous translation, and know the criticality of sharing the deck in advance with the translation team
• advance translation planning. In some cases, I have done a Skype or Google Hangout walkthrough with the translation team of my slide deck, so that they are comfortable with the content and direction
• a long track record with stage translation. I’m based in Canada and have been on stage for 25 years. Given that, my earlier years featured several hundred (!) events that have involved simultaneous translation (English/French) with headsets/translations. It’s just a thing in Canada!
• sequential translation experience! My Budapest event actually featured sequential translation into Hungarian as opposed to simultaneous translation. Tthat was kind of fun, since my translator was actually on stage with me, followed me around, and even mimicked my stage actions!

There are many relevant examples of the international work I have done.

• I just keynoted Nikon’s 100th anniversary dinner in Tokyo, with an audience from 37 countries. I provided my slide deck in advance to the translation team; I was simultaneously translated into Chinese and Japanese.
• in January, I keynoted the first leadership meeting for Ulker; the parent company is Turkish, and the meeting represented the entities of the corporate group with the leadership team for Godiva Chocolates (Belgium), Ulker Biscuits (Turkey) and McVitie’s Biscuits (UK),  but with individuals from each of those 3 groups from around the world; a secondary booking had me with Godiva’s global supply chain team from 25 countries. Both massively global audiences.
• Accenture had me speak at their annual energy conference in San Francisco; we had utility executives from China, Japan, Russia, Philippines, India, and 26 other countries. In that case, I was simultaneously translated into Russian, Chinese, Spanish and Japanese!
• my keynote for the Worldskills conference in Sao Paolo featured simultaneous translation into Portuguese and Spanish.

In addition to speaking internationally, I often do Fortune 500 events that feature a leadership team from around the world. Some recent examples are global leadership meetings for Dow Chemical in Wilmington (2 events) with individuals from 57 countries; Disney (27 countries); and dozens, dozens more. So can I work with an international/European audience? Definitely yes. (Plus, when I mentioned for the Ulker group that I was Canadian, I got cheers. I think that the Canadian brand image is kind of fun right now!)

The other question that often comes up has to do with regional content, as in European specific examples/storylines. Can I customize my content so that it doesn’t include just American examples. (Well, did I mention I’m Canadian?)

It’s not the cover of the Rolling Stone, but I was once featured on the cover of CEO Magazine Hungary. The only speech where I had armed guards in the room with Uzis! But that’s another story for another time!

The answer is yes – I can easily and often do that do that. Many of the client bookings above have involved a necessity where my examples include global, not North American centric examples.I am regularly booked and work with content that is specific to the folks in the room. And so my Godiva Chocolate supply chain event included retail trends from Asia, India, the Middle East. My Dow Chemical talk took a look at global trends with examples for many of the different groups in the room.

The fact is, I do *extensive* research as a part of my talk, and regionalization is part of what I bring to the table if we need to do that with the content.

I work hard to alleviate the concerns of any clients who book me, and this includes translation and internationalization.

So – pick up the phone and call me. Let’s chat!

Disruption is real, it’s big, and it’s happening faster than you think. My job as a futurist has me doing an increasing number of CEO level events for Fortune 500 companies around the world, participating in leadership meetings which are focused on the massive transformations and disruption occurring in every single industry. Clients such as NASA, Disney, Godiva, Nikon, Mercedes Benz, Johnson & Johnson, and many more.

There is so much coming together all at once, and it accelerates everything. You might not understand the multiple trends that are coming together, so let me take you there.

Here’s what you need to think about today, as the pace of change picks up:

1. Multiple trends merge. There’s a lot going on! Individually, any trend is disruptive. Combine them together, and it’s transformative. 3D printing, exponentiating bandwidth, hyper-connectivity, the Internet of Things, artificial intelligence, robotics, neural networks, deep analytics, autonomous vehicles, Bitcoin and blockchain, self-learning systems. All of these trends and more are merging together,  leading to a massively new, connected, intelligent machine that will transform, change, challenge and disrupt every industry.

2 Every company becomes a software company. From healthcare to insurance, home appliances to automotive, manufacturing to packaging, retail to sports & fitness, energy to agriculture: every industry is seeing massive change as it becomes enabled, challenged and transformed by technology and connectivity. From precision agriculture to self-driving cars, smart clothing to connected microwaves, remote medical monitoring devices to active packaging  — every company in every industry is becoming a computer company, with software and technology at its heart and soul.

3. Moore’s law innovation speed defines every industry. It’s the rule that defines that the processing power of a computer chip constantly increases while the cost collapses at an exponential rate — and that speed of change is coming to drive the speed of innovation in every single industry as we all become tech companies. Companies are having to innovate and transform at a pace never seen before.

5. Edge thinking dominates. Crowdfunding networks allow for a world in which small upstarts don’t need to follow long-established ‘rules’ for changing the future. To move faster, they source ideas and inspiration through crowd-thinking, raise their funds through new forms of financing, and prototype products through 3D printing and other fast-to-market methodologies. Global R&D has moved from massive labs to globally dispersed idea factories.

6. Small beats big. Legacy is death: agility and speed are the new metrics for success. Big organizations are often encumbered by history and are suffering from the disease of  organizational sclerosis. New, aggressive upstarts can move faster, with the result that they can make decisions that provide for big disruption and challenge.

7. Ideas accelerate. With the Internet, we have essentially built a big, global idea machine, and fast innovators know how to mine its riches. In every field, the pace of innovation and discovery is speeding up to an unprecedented level. What use to seem like science fiction just a few years ago is todays’ reality.

8. Revenue reinvents – regularly. With fast ideas comes faster innovation : 60% of Apple’s revenue comes from products that didn’t exist 4 years ago. That’s a blistering pace of innovation. Expect that to become the norm in most industries as the future accelerates, product lifecycles collapse, and disruption disrupts.

9. Attention spans collapse. All of this fast change is difficult to comprehend, and so we have become scattershot! We now scan some 12 feet of shelf space per second – a goldfish has a longer attention span than a human. We need to have constant, relentless innovation in terms of marketing, branding and consumer outreach, not to mention what we need to do to engage our workforce!

10. New interaction dominates. Mobile is everything; we live on our devices. It influences everything we do, all that we decide, and much of how we interact with each other. The next phase will involve smart, connected packaging talking to our devices, and a new era of hyper-connectivity that will make todays’ early attempts at mobile marketing seem like child’s play.

11. Business models realign. The Internet of Things (#IoT) doesn’t just result in cool new products – it redefines entire revenue models. The era of predictive diagnostics allows for a future in which appliance or automotive manufacturers can now design products that will tell you when they are about to break down. This changes the essence of the product from a physical device that is sold to the sale of a service with uptime guarantee revenue models.

12. Distributed technologies redefine. When everything connects, power disperses. Micro-grids will change the utility industry as backyard wind, solar and other renewables result in little, local neighbourhood micro-grids. Cars that talk to each other and to sensors in the highway result in a new concept of transportation. Everywhere you look, distributed connected technologies are redefining concepts and turning industries upside down.

13. Money disappears. Sometimes distributed technology have a bigger impact than you think – as is the case with blockchain, which essentially redefines money. Central banks are out, and distributed ledgers are in. Ethereum goes one step further than Bitcoin, by embedding the historical contract concept of an offer and acceptance into the very essence of money. It’s intelligent money, and we still don’t know how quickly this will change everything.

14. Flexibility emerges. Given all this change, companies are focused on agility in order to get ahead. At a manufacturing plant in Graz, Austria, Magna has built the ultimate in flexible assembly lines, with the ability to build different cars from different companies on one assembly line. Elsewhere, companies are busy moving the software concept of agile development into the boardroom, adopting it as a key leadership trait. The ability to change fast is now the oxygen that fuels success.

15. Gamers Game. 25,000 people showed up to watch 4 gamers play a video game tournament in the Los Angeles Staples Centre – and 43 million tuned in worldwide via Twitch, the hottest new social platform on the planet. They’re coming into the workplace, and live in a world that involves a constant need to ‘level-up.’ Nothing will ever be the same as new forms of motivation and reward come to drive everything – and in this world, Xbox-type rooms are the new office!

16. Virtualization arrives. AR and VR are here, and the era of virtual welding is not too far off – and any other skill can be undertaken anywhere, at any time. An example is the forthcoming disruption of trucking, which will happen when a driver in India can navigate a truck through the streets of New York through a virtual headset! Outsourcing of skills is one thing – outsourcing of physical work is a whole new level altogether!

17. Infrastructure risk exponentiates. One word – Equifax. We are busy building a big, elaborate machine in the form of massive connectivity and accelerated information, but don’t quite know how to secure it. The TV show South Park had a character do a shoutout to in-home Amazon Echo and Google Home devices — and exposed a new security risk that no one ever thought about. Expect things to get better much worse before it gets better!

18. Insight influences. Big data and analytics might be overused buzzwords, but not to everyone. We live in a new world of Amazonian insight, where those who have the tools and knowledge to understand what is is really going on are the ones to get ahead. Depth of insight drives disruption – actuaries are moving from a world of looking back to one fo looking forward based on real time medical device connectivity. Car insurance is no longer based on past driving performance, but real time behaviour based on GPS. Even the world of health care is moving from a a world in which we fix you after you are sick – to knowing what you will be sick with based upon your genetic profile, and acting accordingly.

19. Expectations accelerate. If your Web site sucks, so do you. In our new world, people want the simplicity of a Google query via a touch screen device. Gone are the days of complex online forms — in are applications that are instantly aware of who you are and what you want. The bar of expectations is increasing at a furious pace, and if you can’t keep up, you can’t compete!

20. Industries virtualize. No one company can do everything that needs to be done in an era of fast change. In retail, all kinds of new partners are emerging to support last mile shipping, drop shipping capability, drone delivery and more. In finance, there are more types fo Fintech startups than there are world currencies, helping banks to navigate the complex new world of cryptocurrencies and more.

21. Knowledge accelerates. Skills access is the new gold. Did you notice Ford paid $1 billion to get access to some experts in self-driving car technology? Enough said. Those who can access the skills in trend #1 above win. We’re in a global war for niche talent, and that pretty much defines a critical strategy for the future. If it is all about skills, then success involves a strategy in which grabbing them fast is the only path forward.

22. Experience is the new capital. Innovation is the new oxygen. There’s no time to learn, to study, to plan. It’s time to figure out what you don’t know, and do the things that are necessary to begin to know about it. Experiential capital is the new capital for the 21st century.

23. Generations transform. 1 out of 2 people on the planet are under the age of 25. They’re globally wired, entrepreneurial, collaborative, change oriented — and they are now now driving rapid business model change, and industry transformation, as they move into executive positions

24. Big, bold thinking predominates. There are people who grab all of these trends and do “big things.” We are seeing the emergence of an entire world of big dreamers and doers, individuals who dare to challenge the orthodox, and abandon routines. The concept of the ‘moonshot’ is no longer restricted to those with deep pockets — but is oxygen for those with big ideas.

25. Action is the best reaction. Put it all together, and what odes it mean? If you don’t disrupt, you will be disrupted. It’s your ability to quickly act, react and do that will allow for future success. There’s not a lot of time for debate, studying; inertia is abhorred. Simply DO. That should be you.

Remember that song by the Who? “I hope I die before I get old!”

You better change before you can’t.

You might be obsolete before you know it.

Quit talking about disruption.

Do something about it.

This fall, I’m headling a major retail event in Las Vegas – Xcelerate 2017! Details are here.

There’s a lot of change underway – and certainly, the Amazon/Whole Foods situation is a wake up call for everyone. I’ve been speaking about the decline and transformation of traditional retail for over 20 years. In the 1990’s, I even wrote a book about e-commerce that was translated into German and Russian, as well as being picked up and distributed by Visa USA to it merchants.

Retailers must scramble to keep up with fast paced change. Maybe that’s why Godiva Chocolates has had me to Europe twice this year for insight on what’s going on.

Here’s the description for my September keynote.

The Disruption and Reinvention of Retail: Aligning to the World of Speed  

It’s hard to discount the speed of change occurring in the world of retail and consumer products. Consider this: E-commerce could be 25% of the retail – grocery and convenience — experience by 2021. Shopper marketing,” which combines location intelligence, mobile technology and in-store display technology for a new form of in-store promotion, continues to move forward. Mobile payment involving Apple Pay and disappearance of the cash-register, providing opportunity and challenge with loyalty, infrastructure and disruption. Then there is Amazon Alexa, AI and shopping bots! Simply talk and products are added to your shopping cart, and delivered within an hour! Let’s not stop — there’s also the rapid installation of “click and collect” infrastructure (i.e. an online purchase, with same day pickup at a retail location). And last but not least, the arrival of active, intelligent packaging and intelligent (“Internet of Things”) products, collapsing product life-cycles, rapid product obsolescence and the implications on inventory and supply chain!

We are going to see more change in the world of retail in the next 5 year than we have seen in the last 100. Savvy brands, retailers, shopping mall and retail infrastructure companies are working to understand these trends, and what they need to do from an innovation perspective to turn them from challenge to opportunity.  Futurist Jim Carroll will help us to understand the tsunami of change sweeping retail.

When the GAP went looking for a trends and innovation expert to speak to a small, intimate group of senior executives, they chose Jim Carroll. He has been the keynote speaker for some of the largest retail conferences in the world, with audiences of up to 7,000 people in Las Vegas, including Consumer Goods Technology Business & Technology Leadership Conference • Subway • Multi-Unit Franchise Conference Las Vegas • Produce Marketing Association Fresh Summit • Consumer Electronics Association CEO Summit • Retail Value Chain Federation • Yum! Brands (KFC, Taco Bell, Pizza Hut) Global Leadership Conference • Burger King Global Franchise Meeting • VIBE (Very Important Beverage Executives) Summit • Manufacturing Jewelers Suppliers of America • National Home Furnishings Association • Do It Best Corporation • US Department of Defence Commissary Agency • Readers Digest Food & Entertainment Group Branding/Retail Summit • Professional Retail Store Maintenance Association • National Association of Truck Stop Operators • Convenience U annual conference • Point of Purchase Advertising International Association • Chain Drug Store Association of Canada • Canadian Council of Grocery Distributors • Canadian Federation of Independent Grocers

“A brand today can go from hero to zero in a matter of months….” In that context, you’d better get ahead of the fast future, before it gets ahead of you!

Consider Sony. Once they were a really cool company with the coolest technology on the planet — the Walkman.

Then they weren’t, because they didn’t keep up with the future, and didn’t innovate fast enough.

We live in an era of instant obsolescence. I often tell the story on stage of how my sons — now 24 and 22– perceive many of the things which were once a part of my life as being from the “olden days.” We’ve actually come up with a pretty long list.

Sony once had a really cool brand name, and the Walkman had deep, deep brand value. Yet Sony seemed to lose its innovative spirit, and started going wrong in a big way. It ended up destroying a good chunk of the brand value behind the Sony name — when I think of Sony now, I think of a company that is slow, behind the times, ponderous.

Which begs the question : are you operating with enough agility and rapidity in order to ensure that your own brand doesn’t become a “brand from the olden days?”

The rate at which the Sony brand lost its value is nothing short of stunning — and was due to a series of well known missteps (among others):

• they failed to keep up with the rapid growth and demand for flat panel TV’s and other hot new technologies: they failed with market agility.
• they decided that going to war with their customers (by slipping destructive software onto their music CD’s) was more important than developing great technology that caught the next wave of consumer electronics. Look up “Sony rootkit” for the story from over a decade ago.
• they dropped the ball on the necessity for continuous operational excellence , as evidenced by a disastrous recall of laptop batteries some years back.

The list goes on. Are you making similar mistakes that is costing you brand image? You certainly are, if:

• Your brand looks tired, because it is tired. Case in point — many companies in the automobile industry missed out on the revolution as the dashboard becomes a computer, because they weren’t watching what their customers were doing. They were busy releasing automobiles that were some five years behind the living rooms of their customers — and that certainly brought the brand sheen off of some of the biggest auto companies. They are still trying to catch up.
• Customers see a lack of innovation: Consumers today are immersed in a global cloud of new ideas. They’re witnessing constant, relentless, awe-inspiring forms of innovation all around them, as they deal with a flood of new consumer technologies, packaging based product innovation, and ongoing advancements in retail environments, both offline and online. They’ve come to expect that the brands they deal with are at the leading edge, in design, functionality, message and purpose.
• Lousy, ineffective customer service: Guess what – when it comes to interaction with your customers, they measure you up against the world’s best. If you don’t add up, you are doing some significant damage to your brand equity right there. Customer support is no longer good enough — fanatical support is better.
• You don’t know that you customers know more about your brand than you do: Your customers today are immersed in the global innovation idea feedback loop. They busy sharing ideas on what’s really cool, and they are even busier taking apart the folly of those who have been left behind. In doing so, they are rapidly reinventing products, services, brands and image. If you aren’t listening, you are guaranteeing that you’ll fall behind.
• A lack of purpose or urgency: I’ve studied many organizations who still don’t have the key information they need for market agility. They don’t have instant feedback mechanisms which tell them of rapid developments in specific markets. They don’t know how to regroup quickly “when bad things happen.” They still operate blind, as if it’s 1990: their sales force goes into a customer meeting, oblivious as to what that customer has been thinking about them. They approach every day as if it were the same as yesterday; meanwhile, their market and their customers have run away from them!
• A lack of market and competitive intelligence: It’s the information-age, get it? There’s no shortage of information to be had. Yet I see companies who seem shocked when a competitor drops a ‘bombshell’ announcement — only to realize that they were the only one who thought it was a bombshell. Everybody else knew what the competition was up to, because in this new hyper-connected world, everyone knows what everyone else is doing!
• A regular series of fumbling missteps: The saddest thing is that Sony has messed up in so many ways, that some customers now look at as if it has a “L” on its forehead. Today, small mistakes can be instantly compounded. Take the concept of compounded financial interest. Now realize that a small PR mistake, a lousy executive decision, or poor execution, can lead to the same type of instant, global brand devaluation — that can compound on itself at an extremely high interest rate!

A brand today can go from hero to zero in a matter of months. How do you avoid such a fate?

• Recognize that brand longevity is now a critical issue
• Ensure your sales, marketing, development and customer support team are relentlessly focused on the currency of the brand
• Make sure that continuous brand innovation is part of your corporate mantra
• When confronted with the new and challenging customer, learn from them rather than running away
• Be incessantly focused on the likely innovations that will come to impact your brand
• Learn to think five to six product lifecycles in advance — and plan to do them all within six months.
• Make forward oriented intelligence a critical aspect of what you do.

My insight on the future of packaging is featured in the May/June issue of Frame magazine, ostensibly the the leading global publications focused on all things ‘design.’

The article offers up all the thoughts I have on the future of packaging in the world of retail – hyperconnected, aware, interactive, and a world in which the package is the brand. I’ve been speaking and writing about the future of packaging for almost 20 years — take a look at some of the posts in this link here.

I’m working on getting the text and will link to it, but for now, here’s the article in image form. Click to make it bigger!

Here’s the text:

Shopping is becoming a matter of seconds
Frame Magazine, May/June 2017

‘I did all of my Christmas shopping on Amazon this year and didn’t visit a single store,’ says American futurist Jim Carroll, an expert in spotting trends and innovative advances. ‘It’s hard to discount the speed of change occurring in the world of retail and consumer products. It is in a state of upheaval.’

Some of the trends? He mentions ‘shopper or proximity marketing’, which combines location intelligence, constant mobile connection and in-store display to create a new form of instantaneously personalized in-store promotion. Mobile payment involving Apple Pay is ticking upwards, and – also pioneered by the likes of Apple – the cash register is disappearing, replaced by portable wireless credit-card devices.

>Big brands like Google, Amazon and the John Lewis department stores continue their move to same-day shipping. Even the automobile is being turned into an online shopping and credit-card platform. Tech like Amazon Alexa, AI and shopping bots require no more than a spoken word to add a product to our shopping cart for delivery within an hour, while a ‘click and collect’ infrastructure allows for same-day pick-up, at a bricks-and-mortar location, of an online purchase.

It’s clear that active intelligent packaging and Internet of Things products, which have been disrupting product life cycles, are accelerating product obsolescence and affecting both inventory and supply chain. ‘This means,’ says Carroll, ‘that faster “store fashion” with rapid evolution of in-store promotion, layout and interaction will become critically important.’

Although the average consumer can scan 3.6 m of shelf space per second, consumers wander around stores today glued to the screens of mobile devices, paying only incidental attention to merchandise, store layout, branding or promotional messages. No wonder TV screens and video projections are filling stores. ‘Mobile interactions in the retail space are the new normal for purchasing influence,’ Carroll says. ‘Retailers have got only micro-seconds to grab the attention of the low-attention-span shopper, which means that we will have to constantly innovate and adapt our retail space. The very nature of in-store interaction, flow and layout is changing very fast.’

How designers will respond to these rapid changes imaginatively is still a blank page for designers to fill. ‘We are going to see more change in the world of retail in the next five years than we have seen in the last 100. That doesn’t mean traditional design parameters and methodologies will disappear. It’s just that we now have opportunities to integrate unique technology interaction into retail design in a wide variety of ways,’ Carroll says. ‘I think there’sopportunity coming for innovation in the design of retail space, not less.’

A few weeks ago, I was on stage in London, UK, for a global leadership meeting of Pladis — a new entity which includes 3 organizations, including Godiva Chocolates. The picture was from that presentation, and presents the futuristic push-button kitchen of the future from The Jetson’s.

Part of my talk focused on the impact of the Internet of Things — #iot — on food products, packaging and the supply chain.

There is no doubt that we will see the emerge of highly connected, intelligent kitchen appliances. I led a senior leadership meeting at Whirlpool/Maytag a month ago on this trend. I wrote a blog post about the rules of design for products and devices in the era of the Internet of Things.

Combine that trend with the emergence of intelligent, active connected packaging, which will have pretty profound impacts on both consumer interaction as well as supply issues. I’ve done numerous talks around these trends, including an event in Prague for Mondi, a leading global packaging company and others.

Both of these trends bring more technology to the kitchen, consumer products and supply chain. Add technology to any industry, and you get faster change. The era of acceleration, as it were!

Push button kitchens? Not quite like the Jetsons’, but you can expect a lot of smart appliances integrating with smart products!

For more, check the topic, Internet Of Things: Disruption and Opportunity in the Era of Pervasive Connectivity.

My message on the speed of change in retail is drawing attention, further and further afield.

Case in point – yesterday, I was a keynote speaker for a global leadership meeting of Pladis held in London, UK. This is the newly merged entity of three iconic global brands — Godiva Chocolate, McVitie’s biscuits from the UK, and Ulker from Turkey.  I was asked to provide my insight to 300 executives from around the world in a morning keynote, and then followed this up in an intimate discussion with members of the board and the senior management team.

It’s hard to discount the speed of change occurring in the world of retail and consumer products. Consider this:

• e-commerce could be 25% of the retail – grocery and convenience — experience by 2021
• “shopper marketing,” which combines location intelligence, mobile technology and in-store display technology for a new form of in-store promotion, continues to move forward
• mobile payment involving Apple Pay and disappearance of the cash-register, providing opportunity and challenge with loyalty, infrastructure and disruption
• the continued migration to the same-day shipping model from titans such as Google, Amazon, John Lewis
• Amazon Alexa, AI and shopping bots! Simply talk and products are added to your shopping cart, and delivered within an hour
• the rapid installation of “click and collect” infrastructure (i.e. an online purchase, with same day pickup at a retail location)
• faster ‘store fashion’ with rapid evolution of in-store promotion, layout and interaction
• the arrival of active, intelligent packaging and intelligent (“Internet of Things”) products
• collapsing product life-cycles, rapid product obsolescence and the implications on inventory and supply chain
• the evolution of the automobile to an online shopping and credit card platform (yes, this is real….)

Here’s the thing – we are going to see more change in the world of retail in the next 5 year than we have seen in the last 100. Savvy brands, retailers, shopping mall and retail infrastructure companies are working to understand these trends, and what they need to do from an innovation perspective to turn them from challenge to opportunity.

That’s my role. This is all happening in the context of massive and fast disruption as new competitors enter the food, CPG and retail space. Consider this chart of players in 2016 from Rosenheim Advisors, and look at the players in each category.

The rate of change is going from fast to furious, and innovation is critical!

My keynote title for London yesterday? “Achieving Agility: Aligning Ourselves for an Era of Accelerating Change!” Learn more in the retail and consumer products trends section of my Web site.

In 2017, politics is bound to once again dominate the world of healthcare. When that happens, people tend to lose sight of the remarkable advances, driven by science and innovation that are occurring, that make this one of the most exciting industries out there.

The Wall Street Journal recently ran an article that we are out of big ideas. WHAT A LOAD OF CRAP – consider, for example, what is occurring with the science and technology of medicine!

With that in mind, consider the tremendous advances that have occurred with the science and technology of medicine. This is a grab bag of a few of those trends:

• technology is taking over medicine. BIo-connectivity devices such as remote blood pressure monitoring devices allows for the virtualization of many health care services (“bedless hospitals”) at a much lower cost
• Google and other companies are working on a contact lens that will monitor blood sugar/glucose for diabetes patients
• we will soon see ‘smart medical implants’. This will include a contact lens, surgically implanted, that will feature storage, a battery, sensors and other electronics to aid in vision
• we have ingestible pharmaceuticals, such as from Proteus, that report on how well a particular cancer treatment might be working
• global grand challenges and funding are set to solve big diseases, such as a $3 billion fund establish by Facebook founder Mark Zuckerberg and his wife
• we will soon see a computer chip that will diagnose infectious diseases through continue bloodstream monitoring
• 3D printing technologies now allows us to provide customized hip-replacements and other medical implants, or the printing of prosthetics for amputees — including in war ravaged areas such as Sudan and elsewhere
• computational, real time analytical healthcare dashboards will allow us to monitor and track the emerging of infectious diseases and other conditions in real time; Google Flu Trends was a harbinger of what is coming
• smart packaging allows the development of pharmaceutical/drug products that will aid in the use of the product
• digital mobile technologies are allowing many people to ‘get closer’ to their health, by monitoring, gaining a better understanding and actively managing chronic conditions such as blood pressure and diabetes
• wearable sensor technologies (such as the contact lens mentioned above) allows for continuous monitoring of medical conditions
• personalized medicine and pharmacogenetics provides for more targeted drug and medical therapies
• there is continued momentum towards virtualized healthcare concepts that don’t require visits to a doctors office, for common treatable conditions
• patient generated data and shared patent edited medical records are providing for more consultative medical relationships
• ‘frugal innovation’ is leading to such ideas as smartphone-based medical imaging capabilities
• continued rapid advances in the cost collapse of genomic medicine
• AI advances leading to an ongoing decrease in the cost of medical diagnosis, including pathology slides, x-rays, retina scans and more
• continued advances in anti-aging strategies
• inexpensive medical tests, often referred to as a “lab-in-your-pcoket” devices
• the ‘exercise is medicine’ trend which recognizes real methods to reverse the staggering cost of lifestyle disease
• robotic technology advances providing opportunities for those who have lost hands or limbs

But wait, there’s more!

Despite all that, the challenges in healthcare are vast. Aside from the political challenges (which will likely be a gong show), we are faced with a continuing rampup in self-inflicted lifestyle disease (which could cost Western society $150 billion more over 10 years), a shortage of specialized skills, a funding mismatch, expectation gap, anti-science hysteria and more.

But all-in-all, there are a lot of big ideas and bold solutions.

I knew ‘fake news’ was a thing in 2016. Who would expect to see it in the Wall Street Journal?

Does the science of healthcare make a difference? In 2012, I did a keynote for the health care professionals and senior leadership of Mercy Health, and suggested they get aggressively involved in exploring virtual health care ideas. Imagine my surprise when I came access this item today – Mercy Virtual! The initiative was established in 2006, but picked up significant steam from 2013 onwards…. with 300+ patients now being monitored from afar. I sspecifically remember suggesting that as an activity when some questions came up in the Q&A.

It’s nice to know that in my own small way, I am helping to effect big changes in the world of healthcare!

I’ve been quite priviliged through the years to be able to observe, within my global blue chip client base , some of the fascinating innovation strategies that market leaders have pursued.

What is it they do?

Many of them make big, bold decisions that help to frame their innovative thinking and hence, their active strategies.

For example, they:

• make big bets. In many industries, there are big market and industry transformations that are underway. For example, there’s no doubt that mobile banking is going to be huge, and its going to happen fast with a lot of business model disruption. Innovative financial organizations are willing to make a big bet as to its scope and size, and are innovating at a furious pace to keep up with fast changing technology and even faster evolving customer expectations
• make big transformations: I’m dealing with several organizations who realize that structured operational activities that are based on a centuries old style of thinking no longer can take them into a future that will demand more agility, flexibility and ability to react in real time to shifting demand. They’re pursuing such strategies as building to demand, rather than building to inventory; or pursuing mass customization projects so that they don’t have to compete in markets based on price.
• undertake big brand reinforcement: one client, realizing the vast scope and impact of social networking on their brand image, made an across the board decision to boost their overall advertising and marketing spend by 20%, with much of the increase going to online advertising. In addition, a good chunk of existing spending is being diverted as well. Clearly, the organization believes that they need to make bi broad, sweeping moves to keep up to date with the big branding and marketing change that is now underway worldwide.
• anticipate big changes: there’s a lot of innovative thinking going on with energy, the environment and health care. Most of the organizations that have had me in for a keynote on the trends that are providing for growth opportunities have a razor sharp focus on these three areas, anticipating the rapid emergence of big opportunities at a very rapid pace.
• pursue big math: quite a few financial clients are looking at the opportunities for innovation that come from “competing with analytics,” which offers new ways of examining risk, understanding markets, and drilling down into customer opportunity in new and different ways.
• focus on big loyalty: one client stated their key strategic goal during the downturn this way: “we’re going to nail the issue of customer retention, by visiting every single one in the next three months to make sure that they are happy and that their needs are being met.” Being big on loyalty means working hard to ensure that existing revenue streams stay intact, and are continually enhanced.
• focus on big innovation: one client stated their innovation plan in a simple yet highly motivating phrase: “think big, start small, scale fast.” Their key goal is to build up their experiential capital in new areas by working on more innovation projects than ever before. They want to identify big business opportunities, test their potential, and then learn how to roll out new solutions on a tighter, more compact schedule than ever before.
• thinking big change in scope. One client became obsessed with the innovation strategy of going “upside down” when it came to product development. Rather than pursuing all ideas in house, they opened up their innovation engine to outsiders, looking for more partnership oriented innovation (with suppliers and retailers, for example); open innovation opportunities, and customer-sourced innovation. This lit a fuse under both their speed for innovation as well as their creativity engine
• innovate in a big way locally: we’re in a big, global world, but that doesn’t mean that you can’t innovate locally. One client in the retail space pursues an innovation strategy that allows for national, coordinated efforts in terms of logistics, merchandising and operations, yet also allows a big degree of freedom when it comes to local advertising, marketing and branding.
• share big ideas. One association client pursued an innovation that was relentless on community knowledge sharing. They knew if they could build an association culture in which people shared and swapped insight on a regular basis on how to deal with fast changing markets and customers, that they could ensure their members had a leg up and could stay ahead of trends. Collaborative knowledge is a key asset going forward into the future, and there’s a lot of opportunity for creative, innovative thinking here.
• be big on solving customers problems. Several clients have adopted an innovation strategy that is based on the theme, “we’re busy solving customers problems before they know they have a problem,” or conversely, “we’re providing the customer with a key solution, before the customer knows that they need such a solution.” That’s anticipatory innovation, and it’s a great strategy to pursue.
• align strategies to the big bets. There’s a lot of organizations out there who are making “big bets” and link innovation strategies to those bets. WalMart has bold goals for the elimination of all packaging by a certain date; this is forcing a stunning amount of innovation within the packaging sector. Some restaurants aim to reduce food and packaging waste by a factor of dozens; this is requiring stunning levels of creativity in the kitchen.

These are but a few examples and the list could go on; the essence of the thinking is that we are in a period of big change, and big opportunity comes from bold thinking and big creativity!

Another clip from my keynote in Prague – this time around trends involving the future of packaging.

Smart packaging. Intelligent packaging. The packaging is the brand. The Apple-ization of packaging!

What’s coming fast? Packaging that talks to you. Pharma packaging that does “electronic event monitoring” for patient adherence. Food packaging that automatically uploads calorie, carb, sodium and other data to a customer’s smartphone. Packaging with a unique code — you can send a text to very the product is not counterfeit. Packaging that links to your phone and builds a relationship with you. Packaging that lights up when you pick it up!

And even packaging with mini-LCD TV’s built in!

I’ve been speaking to packaging companies since 2003 !